Monthly Archives: November 2010

ITIL, Value, Culture

Posted by on November 29, 2010 2 comments

ITIL is crap.

That phrase is one of the frequent search terms that finds this blog. I have no clue why, as I have never used the term ‘crap’ before this post.

Of course the search term itself tells me nothing about the underlying issues those individuals are dealing with, but I am willing to bet that one of them is change.

In this blog, I primarily write about  ITSM & ITIL, but it goes beyond just ITIL. In any internal business process change program, either via a framework such as ISO or Six Sigma, or a home  grown solution, there is one significant issue we all face.

People hate change. Period.

There are probably a dozen ways that any process based initiative will fail, I will leave all those to smarter people than myself.

But in mid-market and smaller organizations, when it comes to change,  there is often one particular event that is never seen; consequences.

Change & Consequences

Any initiative that looks at changing how people work requires new structures, new roles, adequate governance and clearly defined ownership. And each of these requirements implicitly (or explicitly if necessary) makes it clear what the responsibilities are, and the consequences if those responsibilities are not performed.

If there is a lack of responsibility and consequences, people instinctively return to the old way of doing things (i.e. the Rider & the Elephant in Switch by  Chip & Dan Heath) As an example, a particular device frequently acts up? Often the  famous ‘standing 10 count’ is used. (Turn it off, wait 10 seconds and turn it on again.) That may work, but there is zero knowledge obtained in how to fix the problem permanently. And the root of ITIL problem management is to do that, fix it permanently.

When it comes to managing change, the scale may be different for huge enterprises, but the problems exist in all businesses.  People need to understand the message that the old band-aid and scotch tape method of IT service is not happening any more. People need to understand that the elephant is no longer in charge.

To get that change into the IT culture, there needs to be consequences.

IT Management 101 for Small Business

Posted by on November 26, 2010 No comments

A decent article about IT in the small business space from SmallBusiness Computing.com

The article covers some great points on SME IT, But I can only rate it decent because it neglects to  go into IT maturity levels. In the small to medium business, our technology needs are not all the same.

What else is missing from that article?

Put It In Writing

Posted by on November 24, 2010 No comments

Put it in writing

There are entire books written about how poorly we communicate in our businesses. And it is not an accident that the Project Management Institute’s curriculum for formal project management learning is front loaded with major sections on communication and documentation.

We are all affected by WIIFM. The ‘What’s In It For Me’ syndrome. And when we only use  oral communications, it can lead to vagueness, uncertainty, or simply play into pre-conceived notions on behalf of those listening.

As managers in the SME space, it is critical to ensure that our communication and direction is clearly supplemented, and in writing. This provides clarity, and can also put limits around what is being directed.

Clearly articulate the owner of any task or initiative, and if necessary, who may be called to provide support as required.

There is no ambiguity possible when it is written; ‘Elliot to provide the following information for next Monday…’

When it is written that; ‘Elliot is to research 3 options for this initiative and provide a recommendation on the 31st of the month’?

Well, there is no wiggle room for the magical purchase of new servers running the latest gee-whiz software that Elliot thinks is the answer for that initiative.

The SMB Takeaway

Sure, as a business manager, you may think that setting an overall goal is all that is necessary. But utter clarity, accountability, and focus will make it completely clear to all involved where ownership and accountability lies.

Photo Credit Markus Roder via flickr

A Tool That Supports Your People & Size

Posted by on November 22, 2010 No comments

Let me paint a quick picture for you.

A dozen or so individuals, spread out across a city, graciously volunteer their time to organize and host a particular not for profit event.

Amid the flurry of email flying back and forth (regardless of whether it is applicable or not to their piece of the puzzle) confusion reigns, communication suffers, and frustration rises.

What do we do?

By every definition, this is a a clearly defined project. I am a proponent of the structure and discipline of formalized project management methodologies.

But?

These volunteers have no project experience and no budget to hire someone with that type of experience. In this environment we need to realize that any solution to their problem has to fit their constraints. Do you think this team can purchase complex project tools, create resources, add some work breakdown structures and the like?

Hint: No.

In this case any tool being looked at to help must fit what they are already familiar with, something similar to what they use frequently that can help them do this job.  In this particular case I suggested a web based tool that looks similar to the calendar you use in your email program.

The SMB Takeaway

As I stated in the title, choose a tool that supports the size of your organization, and the skills of your users. If you intend to rebuild your business around a new skill or capability, whether project management, sales force automation etc, feel free to dive in and learn the ropes.

But for something that is ‘part time’ at best?

A complex tool will simply breed more confusion, more frustration. And end up not being used at all.

The Role For SME IT

Posted by on November 16, 2010 No comments

I just want to pull one point from this Forbes column titled; How CTOs Can Help Businesses Run Better.

As a warning, for business managers the above article is heavily loaded with business intelligence, in-memory database architecture and other lingo, but there is one really key point;

….then go to the business in search of questions. Find out from the line of business managers the questions for which the answers would really make them money.

Getting the final answers are never easy, but the concept that this article was written about is simple.

First, ask business managers what answers they need to drive improvements within their function.

Second, identify if, and where the data that can give those answers exists.

Third, do what is necessary to pull that raw data into information that the business can use.

And how is this different from many IT organizations?

Too many technologists wait for business managers to attempt to provide specifications, get approval for a project and throw it over the wall to the technology team.

So the difference here is being proactive. Looking at the business benefit of data that you have versus simply waiting to be asked for some report by a business function. (That business function may not even know that certain data is available)

The SMB Takeaway

For the small to medium enterprise, we do not need to be talking million dollar ERP systems here.  If business leaders know that if they could answer a particular question to generate better returns.

Then we in IT should be looking at what data exists, and where it is hiding to help get that answer.

In IT we know what data exists (or should) so throw your hat in the ring and ask business leaders what gold can be found in it.

Why Caution Counts In Technology Leadership

Posted by on November 15, 2010 No comments

To start, I was inspired by this post by this CIO online slideshow titled; 2010 Tech Industry Graveyard

If I had the time to research and write a book, I would probably find that the following point  is probably the number one indicator of whether a general technologist is ready to assume more leadership oriented IT roles;

And that indicator  is their ability to navigate between the latest and greatest coolness factor gadget or tool, and the unbiased review of longer term business goals.

Video Cassette Recorders, and DVD’s

If you are above a certain age, you remember the the VHS vs. BetaMax format war. Recently repeated with the Blu-Ray vs. HD-DVD battle.

In both cases, one format lived, the second one died. And in technology, tools, ideas, products, they can die too.

If you have bet on the wrong technology when it is bleeding edge new, it can be a lot more expensive to recover from  than a personally purchased DVD player. (By the term bleeding edge I mean a tool, a product, anything that is so new as to be a possible major fork in the road, or maybe just a bridge to nowhere.)

There are always exceptions of course, one being the evaluation of new technologies or tools, the second being that the strategic advantage outweighs the risk.

But for most small to medium enterprises, we need to invest our cash in technologies that will last for us. Not disappear next year forcing a new investment.

The SMB Takeaway

As an SME executive, you want your technology investments to last you today, and tomorrow. For that you need the stability, the proven performance, and the knowledge that it will still be around next year.

Yes, it is being cautious, and for the record, I am just as cautious with my own money.

The Baptism of Fire

Posted by on November 10, 2010 No comments

A truly excellent article by Rick Spence, writing for the National Post.

A SME’s facilities, destroyed by fire.Backup is not an option

And the IT Manager apparently storing all backup tapes in his office. All were destroyed.

Rick’s  story is actually a feel good story, a story about  overcoming disaster, about rebuilding when the worst has happened. The story demonstrates the issues and challenges faced by this business in clawing its way back from what could have been a business destroying catastrophe. But there are many lessons to be learned by all SME’s nestled within its words.

…but it did lose all its financial data, so it had to canvass its industry partners find out who it owed money to, and who owed it money

Think about that! Could you do it?

Losing a building is one thing. Perhaps you are thinking that a few proposals or some lines of software code are replaceable. But your financial data? All of it?

From insurance, to proper disaster and business continuity planning, Rick’s story highlights many issues that SME’s often neglect. For this post, I just want to focus on one of them: Backup.

First. Do you have data backups? are they tested? does they actually work?

Do you know the answers to those questions? If not? You better find out.

Backup Tapes

Stored in an office?

No. Don’t even think of it. Although to be fair, that article does not mention if the IT Manager personally chose to keep those business critical tapes in his office,  or had proposed a superior solution and had the request denied. (I have had that happen myself)

Your backup is your absolute last defense against something like the fire that destroyed that organizations  facility. Having those backup media in the same location is a recipe for disaster. Those backups must be stored off site. And by off site, I don’t mean the IT Manager’s house either.

In small owner / operator businesses, I have known owners that kept a copy of their backup tapes at their residence, bringing that copy into the office for weekly backups. A better option is something as simple as a safety deposit box.

For larger SME’s, there are service providers that will do it for you. For some key data – on-line ‘cloud’ based backup may even be an option for you. The point is – the options are there. There is no excuse for not using one of them.

Think about it this way. Close your eyes; now imagine that your office or facility was completely gone.

Could you identify who owed you money? do you even have bank account numbers and key contact information?

Scary thought isn’t it.

The SMB Takeaway

Backup, offsite backup, is not an option.

Photo Credit Edward Vielmetti via flickr

Technology’s Cowboy Culture

Posted by on November 9, 2010 No comments

Cowboy Culture

I have worked in organizations that had rigorous operational controls, and those that had, well. None.

For the organizations with zero operational controls, I have always called them a Cowboy Culture.Meaning the wild, wild west of organizations fueled on Red Bull and last minute emergencies.

I have often argued that for organizational success, improving the operational part of your  business (even for software startups) can pay huge dividends.

It now seems that some research targeting software development organizations is witnessing the same thing.

Researchers Shanling Li, Jennifer Shang, Sandra A. Slaughter in the INFORMATION SYSTEMS RESEARCH Journal Vol. 21, No. 3, September 2010 write (Parenthesis mine);

Unexpectedly, our results reveal that higher OP (Operations) capability increases software firm survival more than higher MK (Marketing) and RD (Research & Development) capabilities.

The rigor of ensuring that operational excellence is taking place in your organization crosses all functional boundaries. Operational excellence provides the foundation to look at the metrics across all organizational silo’s.

If we look at software development organizations – usually founded by superb engineers, it can be easy to look at engineering excellence. Overlooking everything else. As leaders we need to open up our minds look across our organizations, not within the function we are most comfortable with.

Are Marketing and R&D not important?

Of course they are! But like our human cardiovascular  system, the processes and controls that we use to guide and monitor our business are a key point in the building and health of that business.

As a leader, technology leaders included, take a break from the ‘tech’. Look operationally at each and every internal business process. Look carefully where improvements can be made.

As the above article states;

Our findings suggest that the firms that persist and survive over the long term in the dynamic software industry are able to capitalize on their competitive actions because of their greater capabilities, and particularly OP capabilities.

Photo Credit Kevin Zollmanvia flickr

Move Complete

Posted by on November 7, 2010 No comments

This is the new blog!

First – a few little things have to be cleaned up, the RSS feeds are not in place yet – but we are almost ready to go.

Also still need to setup the redirects from the old one.

Apologies again for the lack of content over the past several weeks.

I think that all is done!

Although I do beg a favour, if you see something broken, please let me know !

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